Business Process Reengineering: Approaches, Applications, and Impacts

This article discusses the concept of Business Process Reengineering (BPR) and its approaches, applications, and impacts. It includes insights from various authors on the importance of BPR in achieving meaningful growth in an organization, the need for a clear framework, and the role of technology in the implementation of BPR. The article also highlights the challenges faced by organizations in implementing BPR and the importance of considering the behavioral side of the organization. Subject: Business Management, Course Code: BMGT101, College/University: N/A

Running head: BUSINESS PROCESS REENGINEERING
BUSINESS PROCESS REENGINEERING
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Task 1
Ahmadi, A. A., & Abadi, S. H. F. (2016). Business Process Re—Engineering (BPR).
According to the authors, business process reengineering is referred as ultimate
radical and modifying of new design for processes for achieving great progress in crisis due
to criteria like quality, cost, service and speed. It is believed that using reengineering an
organisation can start fresh using a white page. According to the authors, presentation of
projects and research programs with training, reengineering projects, and motivating people
is required for defining a clear framework for the ultimate use reengineering. The authors
argue that the first step involved in re-engineering the business model of an organisation is by
determining the mission, vision, and the objectives related to strategic development of the
company. The second step involves the assessment of the ability of the organisation to meet
the needs and analysis of the strengths and weaknesses of the improvement programs of the
competitors. Changes are made in the organisation for a short period and the impact is
assessed and then finally in the last step a full transformation is carried out to implement full
reengineering in the business model in the organisation. According to the authors, in order to
achieve modification of some new processes and methods of the work of the organisation,
some elements need to altered and the knowledge of the changes need to be provided to the
stakeholders, which will act as the vehicle for changes in the processes.
Habib, M. N. (2013). Understanding critical success and failure factors of business
process reengineering. International Review of Management and Business Research, 2(1),
1.
In this article, the authors stated that BPR is a process, which is used to bring radical
changes in an organisation but while focussing excessively on bringing change, it is almost
ignoring the three dimensions that are required to deal more commonly with the workforce

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and the behavioural side of the organisation. It also suggests that for implementing different
dimensions of change in an organisation there is a need of using different approaches and
while bringing change in an organisation, interaction of all the different dimensions should be
considered. According to the authors, some companies in UK and Brazil implemented BPR.
It has been found that many firms who implemented BPR, lacked the elementary ideas of
BPR and this lead to the birth of several unimagined issues and problems. This role acted as a
barrier and ultimately lead to the failure of all the efforts. The main reason behind this failure
is due to focusing on short term goals rather than long term missions. In this article, the
authors realised that the major causes of failure in implementing BPR are unawareness
towards team creating, HR, job safety and the culture of organisation, which is due to absence
of basic ignorance and awareness of process flow understanding and improper
communicating of the reasons of reengineering.
Sikdar, A., & Payyazhi, J. (2014). A process model of managing organizational change
during business process redesign. Business Process Management Journal, 20(6), 971-998.
According to the authors, the execution of business process reengineering is viewed
as a new structure of workflow and the subsequent administrative changes takes place
automatically or with the help of a process known as heaping through. After investigating the
evidences, the authors found that around 70% of the programs of business process
reengineering have been unsuccessful due to the lack in orientation with the changes in
company strategy, adequate attention has not been provided to the demand of configuration
of workflow reengineering with the processes of organisational changes. According to the
authors, this article provides the basic framework to manage the changes in organisation in an
organised manner during the organisation reengineering, which is the main perspective that is
missing from the overview on the enactment of business process administration. In this
article, the authors try to integrate the 8-S dimensions of Higgins model through the various

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phases of workflow redesign, which is essential to for developing structure for monitoring
organisational changes during BPR organisational modifications. According to the authors,
proposed framework in this article will provide an execution template to the managers for
achieving configuration of workflow redesign with 8-s dimensions, and therefore aiding an
operational change in organisation during the implementation of business processes.
Guimaraes, T., & Paranjape, K. (2013). Testing success factors for manufacturing BPR
project phases. The International Journal of Advanced Manufacturing Technology, 68(9-
12), 1937-1947.1.
In this article, the authors stress on testing the relations amongst projected success
factors and the limit of benefits that the business process reengineering achieved from them.
The research was conducted with the help of 212 samples of the experiences of implementing
BPR projects by manufacturing managers. According to the authors, the sample displayed
good representation of the particular BPR project implementation that has been addressed by
them based on the size of the company (subsectors of gross income industry), IT
sophistication that is self-rated, titles of top managers, and knowledge degree that is self-
rated. In this article, it has been mentioned that the authors found that some achievement
factors are important to a specific project phase. The relationship between all phases are
significant except the connection between project initiation and process reengineering.
According to the authors, when some new company processes are designed in the future,
which will lead to the change in regulations, new policies for managers, improved service,
and advanced technologies. As these processes might require different factors of success, the
researchers will have to continue putting efforts in identifying new factors of success and
frequently test the importance of these processes. The overall chances of success of BPR
projects and the success of each phase can be guaranteed by the managers by confirming that
the approved factors of success are properly placed before starting the pursuing the project.

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The cost of implementing BPR is relatively high and so they are not suggested for using as a
prototype, which forces the hands of companies into following a chronological methodology
to change and implement new processes.
MUTUA, O. (2013). EMPLOYEE PERCEPTION ON THE EFFECTS OF BUSINESS
PROCESS REENGINEERING ON THE PERFORMANCE OF MARA-ISON
TECHNOLOGIES(Doctoral dissertation, School of Business, University of Nairobi).
According to the authors, the article intends to project the impacts of establishing
business process reengineering in a company from the employee’s point of view. It was
discovered that adequate use of business process reengineering has a significant effect on the
employees and it is affected by the successful implementation of business process
engineering. The employees gained a logic of ownership and it induced a favoured workplace
protocols on procedures and processes therefore enhancing their performance. A high
productivity is ensured in financial presentation, efficient operation, performance of the
employees, change and innovation, and in satisfaction of the customers with the help of the
use of business process reengineering as this follows a suitable work structure that are
constantly upgraded. There can be an increase in development and profitability and also
attract and motivate the employees by engaging the workforce, measuring the perception of
effect of business process reengineering on the performance, identification and addressing the
most significant factors. According to the authors, BPR is being embraced by the public
sector organisations of several countries for reforming the traditional bureaucratic system that
is function based with result and process based system that is customer oriented.
Laguna, M., & Marklund, J. (2013). Business process modeling, simulation and design.
CRC Press.

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According to the authors, most of the credit are given to Michael Hammer for laying
down the approach for business process reengineering. In this article, the authors discuss that
the approach for process reengineering is a much ancient approach than the idea given by
Michael Hammer. The answers of the origin of reengineering idea was first published in the
article provided by Grover and Malhotra in 1997. It was believed that the discovery of the
findings about the origin is based on the consequence of a numerous converging occurrences
on mobilisation and the subsequent popularity of the idea of reengineering as a radical change
program. According to the authors, the projects taken by the management-consulting firms
were the origin point of business process reengineering. From this article, it was discovered
that the idea of reengineering the business processes was rapidly implemented by the large
consulting firms around the mid-1980s. The necessity of information technology in the
business systems was the main reason behind the swift implementation of business process
reengineering. According to the authors, many firms executed the successful implementation
of business process reengineering after thorough discussion with all the levels of the firms
and every department needed to have the basis concept of this transition so that there is no
chaos in the order of the firms.
Habib, M. N., & Shah, A. (2013, February). Business process reengineering: Literature
review of approaches and applications. In Proceedings of 3rd Asia-Pacific Business
Research Conference. Kuala Lumpur: ISBN (pp. 978-1).
In this article, the authors discussed the need to implement business process
reengineering. According to the authors, as the markets are shifting drastically, there is a need
to keep up with the market. The demand of keeping up with the market are increasing the
need of changes in the production, traditional attitude towards innovation, adapting to latest
and modern technologies and producing higher level of services and products and adjusting
the business as per the global needs of the market. The businesses who are not able to make

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updates in their business policies are rapidly going out of business and soon they will
disappear. According to the authors, majority of the changes are customer focused and the
main reason to make changes in the firms are to attract and retain the customers. Another
reason for making changes in the firms is to compete in the market and utilise the
technological resources to its full capacity. In this article, it was noticed from a survey that
few companies are adopting business process reengineering to make amendments in the
leadership quality, reduction of costs, and very limited firms use this idea as a method for
creating differentiation of products and facilities that are offered by the firms. The authors
discuss of another survey that was conducted, which led to believe that as the business
environments are changing swiftly, it was required by the companies to make changes in their
methods of directing business for meeting the expectation of the customers and finally be
able to survive.
Orlikowski, W. J., Walsham, G., Jones, M. R., & DeGross, J. I. (Eds.).
(2016). Information technology and changes in organizational work. Springer.
In this article, the authors discuss the effect of business process reengineering in the
information technology sector. According to the authors, after the assessment of business
process reengineering in enterprises, a report of conflicts of experiences and interpretations
among the organisational members was discovered and a significant decrease in the
commitment of the organisation and job satisfaction was discovered after the end of the
initiative. In this article, the authors discuss a report of the analysis about the exercise of
reengineering using the survey results of some firms that claimed to have engaged in
reengineering initiatives. According to the authors, it was discovered that the companies who
engaged in business process reengineering were less fundamental in their attitude than what
the proponents of reengineering claimed, and fewer dramatic conclusions were achieved. In
this article, the authors identified that an important dimension in the attraction of

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reengineering is its politics. According to the authors, it can be argued that reengineering
denies politics and supports an organisational utopianism form but it also proposes a straight
political, top-down system of changes in organisations of information technology.
Setegn, D., Ensermu, M., & Moorthy, P. K. (2013). Assessing the effect of business
process reengineering on organizational performance: A case study of Bureau of
Finance and Economic Development (BOFED), Oromia Regional State,
Ethiopia. Researchers World, 4(1), 115.
According to the authors, the knowledge of reengineering drafts back to the theories
of management that were built in the initial nineteenth century. BPR aims to achieve
revamping and modifying of the essential business exercises and processes to accomplish
meaningful development in the performance of the organisation. In this article, the authors
concluded that as there is a need of responsive, flexible, and customer focused systems, the
new era organisations are being pressurised to implement business process reengineering in
their business models. According to the authors, if any organisation intends to survive in this
modern era shift of the approach of work, they need to undergo process centering for
providing unified services. The authors argue that the idea of business process reengineering
originated as a technique for the private sector to assist in fundamental thinking of the
organisations and the process of doing their business for dramatically improving in cost
cutting techniques, customer service, and become successful competitors. BPR was the result
of increase in the requirements of the consumers in both the products and services and
determining the efficiency and its effectiveness of these requirements.
Kasemsap, K. (2016). The roles of business process modeling and business process
reengineering in e-government. In Handbook of research on innovations in information
retrieval, analysis, and management (pp. 401-430). IGI Global.

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In this article, the authors discuss the role of business process reengineering in the
eGoverment sector. According to the authors, modelling of business processes in
eGovernment and in public sector organisations will help in achieving modifications in
transparency, cost reduction methods, and resource requirements, which will result in
improvement in performance in business and compliance. According to the authors,
eGovernment refers to the various electronic infrastructures between business, governments
and the citizens. The idea business process reengineering is discovered to be a costly
endeavour for the organisations. According to the authors, substantial opportunities for
refining market share, decision making by the managers and performance is offered by
business process reengineering. The importance of business process reengineering has
increased due to the increase in the number of implementation by organisations worldwide. A
number of people recognised an increase in the effectiveness, efficiency and convenience of
using various functions of government via the eGovernemt and digital networks with the
conventional channels, which led to the increase in the use of eGovernment as a long term
trend.
Milan, R., Milan, B., Marko, C., Jovanovic, V., Dalibor, B., Bojic, Z., & Avramovic, N.
(2014). Implementation of business process reengineering in Human Resource
Management. Engineering Economics, 25(2), 211-222.
In this article, an examination of the connection between business process
reengineering and the sector of human resource management has been conducted by the
authors. Numerous propositions related to the aspects of human resource administration have
been drawn out from the works and interviews of the senior managers of the organisations
where projects related to business process reengineering have either been completed or they
are still under progress. The implementation of BPR in the HR management of organisation
is carried out in 6 phases:

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1. Reengineering planning
2. Unidentified process analysis
3. Process redesigning
4. Resource obtaining
5. Implementation
6. Continuous improvement of processes
According to the authors, a research revealed that the reengineering process of HR is finished
in vertically unified company for manipulation, manufacture, delivery and trade of goods and
services that are proposed mainly for aerospace and automotive industries. According to the
authors, a mapping of complete process was made to get a precise view into the human
resources function flow in the organisation, like means of workflow, and information flow.
Hussein, B., Chouman, M., & Dayekh, A. (2014). A project life cycle (PLC) based
approach for effective business process reengineering (BPR). Industrial Engineering
Letters, 4(6), 1-8.
The authors discuss the results of the investigation about six models of BPR and it
represented BPR as an incremental procedure and a series of consecutive steps. According to
the authors, even though BPR models supports various BPR methods and it consists of a
variety of phases, it shares a common task and that is to process reengineering. According to
the authors, it was discovered from a survey that the number of steps involved in
reengineering processes varies from three stages to eleven stages. The most used phases for
business process reengineering is around four with an average of five. According to the
authors, an ideal BPR model must be designed or chosen ingeniously for satisfying the
present organisational needs and maintenance of the project phases of a BPR project. After

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leading a careful examination it was determined that, an inclusive six-phase model of BPR
comprises of predicting, introducing, analysing, altering, executing and assessing the business
process.
Task 2
The plagiarism has been detected in the topic name and it cannot be changed because
it is the topic of the document. Some plagiarism has been detected in the annotations and it
cannot be changed because it is available in Google Scholar in that form and it cannot be
changed. There are some technical terms in the document, which has been caught as
plagiarism and it cannot be altered as any changes in these terms will change the meaning of
the document. Majority of the plagiarism has been caught in the term Business process
reengineering and the plagiarism needs to be overlooked.

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References
Ahmadi, A. A., & Abadi, S. H. F. (2016). Business Process Re—Engineering (BPR).
Edward, L. N., & Mbohwa, C. (2013). The Role of leadership in business process
reengineering:“Leaders, do you want to change?”.
Guimaraes, T., & Paranjape, K. (2013). Testing success factors for manufacturing BPR
project phases. The International Journal of Advanced Manufacturing
Technology, 68(9-12), 1937-1947.1.
Habib, M. N. (2013). Understanding critical success and failure factors of business process
reengineering. International Review of Management and Business Research, 2(1), 1.
Habib, M. N., & Shah, A. (2013, February). Business process reengineering: Literature
review of approaches and applications. In Proceedings of 3rd Asia-Pacific Business
Research Conference. Kuala Lumpur: ISBN (pp. 978-1).
Hussein, B., Chouman, M., & Dayekh, A. (2014). A project life cycle (PLC) based approach
for effective business process reengineering (BPR). Industrial Engineering
Letters, 4(6), 1-8.
Kasemsap, K. (2016). The roles of business process modeling and business process
reengineering in e-government. In Handbook of research on innovations in
information retrieval, analysis, and management (pp. 401-430). IGI Global.
Laguna, M., & Marklund, J. (2013). Business process modeling, simulation and design. CRC
Press.

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LUCA, M. (2014). Business Process Reengineering. Risk in Contemporary Economy, 233-
236.
Milan, R., Milan, B., Marko, C., Jovanovic, V., Dalibor, B., Bojic, Z., & Avramovic, N.
(2014). Implementation of business process reengineering in Human Resource
Management. Engineering Economics, 25(2), 211-222.
MUTUA, O. (2013). EMPLOYEE PERCEPTION ON THE EFFECTS OF BUSINESS
PROCESS REENGINEERING ON THE PERFORMANCE OF MARA-ISON
TECHNOLOGIES(Doctoral dissertation, School of Business, University of Nairobi).
Orlikowski, W. J., Walsham, G., Jones, M. R., & DeGross, J. I. (Eds.). (2016). Information
technology and changes in organizational work. Springer.
Setegn, D., Ensermu, M., & Moorthy, P. K. (2013). Assessing the effect of business process
reengineering on organizational performance: A case study of Bureau of Finance and
Economic Development (BOFED), Oromia Regional State, Ethiopia. Researchers
World, 4(1), 115.
Sikdar, A., & Payyazhi, J. (2014). A process model of managing organizational change
during business process redesign. Business Process Management Journal, 20(6), 971-
998.
Tønnessen, T. (2014). Business process reengineering. In Managing Process Innovation
through Exploitation and Exploration (pp. 27-33). Springer Gabler, Wiesbaden.
Yours, O. S. F. (2014). Business process reengineering.

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